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V.Viswanathan, 2Dr.K.M.Mohanasundaram.
B.E., M.Tech. ( Ph.D). General Manager India South Region, Bureau Veritas India Private Limted, Chennai600 018. India. Principal, Jansons Institute of Technology, Karumathampatti, Coimbatore-641 659. India
ABSTRACT: Customer expectations are currently identified using various methodologies, including focus
groups, surveys, and analysis of complaints. However, none of the methods offer an exhaustive means of determining customer expectations. This article details an organized methodology, useful in any type of organization that systematically identifies customer expectations using multiple viewpoints.
KEYWORDS: Customer expectations, Quality, Service quality, Quality Management System I. INTRODUCTION
Customer satisfaction is a critical business issue of the 1990s, particularly for services organizations. Services organizations possess unique characteristics that make assessing and improving customer satisfaction more challenging. If customer satisfaction is defined as meeting or exceeding customer expectations (Brown and Swartz 1984), then first step in addressing customer satisfaction is to assess customer expectations. Multiple methodologies exist for obtaining customer input, including focus groups, surveys, and analysis of customer complaints. However, none of these methods offers a systematic means of determining customer expectations, or uses multiple perspectives. There is need for an organized methodology that systematically identifies customer expectations using multiple viewpoints and operationalizes the data for particular organizations. This article proposes such a methodology.
II.
METHODOLOGY
It unique element of the methodology is the combination of three perspectives for the customer satisfaction dimensions (CSDs). Data for the CSDs is obtained from three sources: the direct customer, indirect, or surrogate, customers and prior research in dimensions of quality and service quality. The direct customer is defined as anyone impacted by a product or process (Juran, 1988). Surrogate customers are defined as staff persons who interact closely with the direct customer. Finally, the two research studies, by Garvin (1988) and parasuraman, Zeithaml and Berry (1985), are used for validating the dimensions. Both of these research studies were conducted with extensive contact with multiple customers. The methodology progresses in two phases, shown in Figure1. The steps in phase I are important preliminary activities, while phase II lists the steps necessary to compile, define and prioritize the list of customer satisfaction dimensions.
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Fig 1 PHASE I The three steps in phase I build the foundation for the organizations to successfully address customer satisfaction Dimensions in Phase II. Step 1 asks the organization to write a mission statement, if one does not exist. This important, yet often overlooked, step ensures that the organization has agreement on its purpose for existence (MIZE 1993). Step 2 identifies the team of experts who will be acting as surrogate customers in Phase II. The majority of the team members should have direct contact with customers. Finally, step 3 identifies the primary customer. Although this seems obvious, in many organizations, there are multiple customers groups. The exercise of focusing on the primary customer is useful. This is accomplished by the first defining the term customer as anyone impacted by our product or process (Juran 988). Then, a structured group process, such as the Nominal Group technique (NGT), is used with the team to ask who is our primary customer? The outcome of Phase I is 1) a mission statement, 2) a team of experts who thoroughly understand the product or process and 3) an identified primary customer. Phase II moves the team into Operationalizing the customer Satisfaction Dimensions for the primary customer. PHASE II Phase II identifies, defines and priorities the customer Satisfaction Dimensions (CSDs) for the primary customer. A critical element of the methodology is three perspectives that are combined to obtain the lists of CSDs. This article proposes that multiple perspectives are necessary to obtain Valid Customer requirements data. Data from the customer, the team of experts, and previous research in the area, are all combined. Perspective 1 obtains input from the customer; it seems obvious that the direct customers input would be solicited. After all, this is the customer the organization is trying to satisfy. Obtaining the input can be accomplished through several methods, including surveys, focus groups, or large NGT sessions. It is important to get information from a cross- section of customers, yet in enough detail to b helpful. Thus, the latter two methods are preferred, since richer data is obtained in face - to- face encounters. Clarification of intended meanings is immediate and not assumed, as is the case with analysis of survey comments. Merely using information obtained from the customer is not sufficient, however. Although data obtain directly from the customer is invaluable, there are numerous situations where customers do not have the knowledge, or the perspective, to understand all the issues involved in the delivery of product or service. These issues include legal, safety, and environmental issues, among others.
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III.
CONCLUSION
Knowledge of what the customer requires is the vital first step to studying customer satisfaction. The methodology presented formalizes a step by step procedure that has been demonstrated to be effective in a service environment. It has its basis in prior research and has been tested and proven. Combining and comparing input from both customer and process experts has proved to be particularly important aspect of the methodology. The comparison with recognized research provides a final check for omissions. A logical second step would be to measure the customers satisfaction level: The framework obtained using this methodology is a valuable structure to begin this process.
REFERENCS
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